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Enterprise Physics 101
J o h n A . Z a c h m a n Z a c h m a n I n t e r n a t i o n a l
E n t e r p r i s e A r c h i t e c t u r e
© 1990-2011 John A. Zachman, Zachman International®
Preface
© 1990-2011 John A. Zachman, Zachman International®
It IS about the laws of nature that determine the success of an Enterprise ... particularly, continuing success in the turbulent
times of the Information Age.
This seminar is NOT about increasing the stock price by the close of market, Friday afternoon.
It is a presentation on Physics ... Enterprise Physics.
Nothing magic is happening!
It’s ALL Physics
Day 1: Urgency and Introduction to EA
© 2014 John A. Zachman, Zachman International®
Business ArchitectureData Models and Info. Architecture
Day 1: Urgency and Introduction to EA
Global Environment Definition of Enterprise ArchitectureOntology versus Methodology Zachman Framework StoryBusiness ArchitectureData Models and Info. ArchitectureLaws of Physics
© 2014 John A. Zachman, Zachman International®
Introduction
Awareness of it tends to surface in the Enterprise through the Information Systems community.
Information Technology people seem to have the skills to do Enterprise Architecture if any Enterprise Architecture is being or is to be done.
Enterprise Architecture presently appears to be a grossly misunderstood
concept among management.It is NOT an Information
Technology issue.It is an ENTERPRISE issue.It is likely perceived to be an Information Technology issue as opposed to a Management
issue for two reasons:
© 1990-2011 John A. Zachman, Zachman International®
The end object is NOT
to get the code to run!
The Information Age
© 1990-2011 John A. Zachman, Zachman International®
"The next information revolution is well underway. But it is not happening where information scientists, information executives, and the information industry in general are looking for it. It is not a
revolution in technology, machinery, techniques, software, or speed. It is a revolution in CONCEPTS."
Peter Drucker. Forbes ASAP, August 24, 1998
"Future Shock" (1970) - The rate of change. "The Third Wave" (1980) - The structure of change.
"Powershift" (1990) - The culture of change. -Alvin Toffler
"We are living in an extraordinary moment in history. Historians will look back on our times, the 40-year time span between 1980 and 2020, and classify it among the handful of historic moments when
humans reorganized their entire civilization around a new tool, a new idea."Peter Leyden. Minneapolis Star Tribune. June 4, 1995
"On the Edge of the Digital Age: The Historic Moment"
Change strategy to assemble-to-order
or get your brains beat out
(extreme complexity/extreme change)
The Challenge
© 1990-2011 John A. Zachman, Zachman International®
What is your strategy (Chief) for addressing:Orders of magnitude increases in complexity,
and Orders of magnitude increases in the rate of change?
Seven thousand years of history would suggest the onlyknown strategy for addressing complexity and change is...
ARCHITECTURE
The question is: What is "Architecture," Enterprise Architecture?
If it gets so complex you can't remember how it works ... you have to write it down (Architecture)
If you want to change how it works ... you start with what you have written down (Architecture)
The key to complexity and change: Architecture.
Defining Enterprise
Architecture
I n t r o d u c t i o n t o E n t e r p r i s e A r c h i t e c t u r e
© 1990-2011 John A. Zachman, Zachman International®
J o h n A . Z a c h m a n Z a c h m a n I n t e r n a t i o n a l
Architecture
© 1990-2011 John A. Zachman, Zachman International®
Architecture ... what is it? Some people think this is Architecture:
That is a commonMISCONCEPTION
(Note: This same misconception about Enterprises is what leads people to misconstrue Enterprise Architecture as being big, monolithic, static, inflexible and unachievable and
... it takes too long and costs too much.)
Architecture
© 1990-2011 John A. Zachman, Zachman International®
This is the RESULT of architecture. In the RESULT you can see the Architect's "architecture".
The RESULT is an implementation, an instance.
"Architecture" IS the set of descriptive representations relevant for describing a complex object (actually, any object) such that an instance of the object can be created
and such that the descriptive representations serve as the baseline for changing an object instance (assuming that the descriptive representations are maintained consistent
with the instantiation).
The Framework for Anything Architecture
Bill
s of
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Tim
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diag
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Des
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Obj
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es© 2015 John A. Zachman, Zachman International®
THE PRODUCT INSTANTIATION
ComplexityReduce the sample size through Classification
© 2015 John A. Zachman, Zachman International®
One DimensionalDecomposition (Hierarchy, “Taxonomy”)The deeper the tree, the smaller the parts (faster and cheaper).The same content can occur in multiple nodes.
Multi DimensionalNormalization (Matrix, Cube)One (type of) fact in one place (set theory).Identify and eliminate recurrences (redundancies)
Lends itself to implementation (Manufacturing)ANALYSIS
SYNTHESISLends itself to design (Engineering)
© 1990-2011 John A. Zachman, Zachman International®
Bil
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f M
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l
Fu
nc
tio
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l S
pe
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Dra
win
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Op
era
tin
g I
nst
ruc
tio
ns
Tim
ing
Dia
gra
ms
De
sig
n O
bje
cti
ve
s
Engineering View One Variable - Total Product
Engineering Versus Manufacturing
Manufacturing View One Part - Multiple Variables
C o m p u t e r P r o g r a m
Manufacturing vs Engineering
IN CONTRAST
Manufacturing work requires multi-variable, holistic descriptions of parts of the object. (Composite)
(Analysis -Decomposition)
© 2015 John A. Zachman, Zachman International®
(This is the CURRENT paradigm)
Engineering work requires single-variable, ontologically-defined descriptions of the whole of the object. (Primitive)
(SynthesisNormalization)
(This is the NEW paradigm)
The Framework for Anything Architecture
© 2015 John A. Zachman, Zachman International®
THE PRODUCT INSTANTIATION
Bill
s of
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Func
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Dra
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Ope
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The Framework for Anything Architecture
© 2015 John A. Zachman, Zachman International®
THE PRODUCT INSTANTIATION
Bill
s of
Mat
eria
l
Func
tiona
l Spe
cs
Dra
win
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Ope
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stru
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Tim
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diag
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Des
ign
Obj
ectiv
es
Planners
Owners
Designers
Builders
Implementers
The Framework for Anything Architecture
Bill
s of
Mat
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Func
tiona
l Spe
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Ope
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Tim
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diag
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Des
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Obj
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Scope (Boundaries)
Requirements (Concepts)
Design (Logic)
Plan (Physics)
Part (Configuration)
© 2015 John A. Zachman, Zachman International®
THE PRODUCT INSTANTIATION
Reification
© 1990-2011 John A. Zachman, Zachman International®
Iden t i f i ca t ion
Def in i t ion
Represen ta t ion
Spec i f i ca t ion
Conf i gura t ion
Ins tan t i a t ion
The Framework for Anything Architecture
Bill
s of
Mat
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Func
tiona
l Spe
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Dra
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Ope
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Tim
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diag
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s
Des
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Obj
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es
Scope (Boundaries)
Reqmnts (Concepts)
Design (Logic)
Plan (Physics)
Part (Configuration)
© 2015 John A. Zachman, Zachman International®
THE PRODUCT INSTANTIATION
Identification
Definition
Representation
Specification
Configuration
The Framework for Enterprise Architecture
Inve
ntor
y M
odel
s
Proc
ess
Mod
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Dis
trib
utio
n M
odel
s
Res
pons
ibili
ty M
odel
s
Tim
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Mod
els
Mot
ivat
ion
Mod
elsScope Lists (Contexts)
Business Models (Concepts)
Systems Models (Logic)
Technology Models (Physics)
Tool Models (Configuration)
© 2015 John A. Zachman, Zachman International®
THE ENTERPRISE INSTANTIATION
© 1990-2011 John A. Zachman, Zachman International®
Framework Graphic
© 1990-2011 John A. Zachman, Zachman International®
For the latest version of the Framework Graphic,register at www.Zachman.com
for a high resolution .pdf file.
You may be interested in several articles by John A. Zachman at Zachman.com
“Architecture Is Architecture Is Architecture” “John Zachman’s Concise Definition of the Zachman Framework”
and“The Zachman Framework Evolution” by John P. Zachman
(For a publication release of the Framework Graphicsend requests to the Contact Us link on zachman.com)
Architecture Is Architecture
ARCHITECTURE IS ARCHITECTURE IS ARCHITECTURE
I don't think Enterprise Architecture is arbitrary ... and it is not negotiable.My opinion is, we ought to accept the definitions of Architecture that the
older disciplines of Architecture and Construction, Engineering and Manufacturing have established and focus our energy on learning how to
use them to actually engineer Enterprises.© 1990-2011 John A. Zachman, Zachman International®
I simply put Enterprise names on the same descriptive representations relevant for describing anything.
Why would anyone think that the descriptions of an Enterprise are going to be
any different from the descriptions of anything else humanity has ever described?
Two Different
Things
I n t r o d u c t i o n t o E n t e r p r i s e A r c h i t e c t u r e
© 1990-2011 John A. Zachman, Zachman International®
J o h n A . Z a c h m a n Z a c h m a n I n t e r n a t i o n a l
OntologyThe Zachman Framework™ schema technically is an ontology -
a theory of the existence of a structured set of essential components of an object
for which explicit expression is necessary (is mandatory?) for designing, operating and changing the object
(the object being an Enterprise, a department, a value chain, a "sliver," a solution, a project,
an airplane, a building, a bathtub or whatever or whatever).
© 1990-2011 John A. Zachman, Zachman International®
A Framework is a STRUCTURE.(A Structure DEFINES something.)
A Methodology is a PROCESS. (A Process TRANSFORMS something.)
A Structure IS NOT A ProcessA Process IS NOT a Structure.
Methodology
Ontology
© 2012 John A. Zachman, Zachman International®
Until an ontology exists, nothing is repeatable, nothing is predictable.There is no DISCIPLINE.
This is NOTa Process.
Elements are Timeless
ProcessA Process TRANSFORMS something.
© 1990-2011 John A. Zachman, Zachman International®
Add Bleach to an Alkali and
it is transformed
into Saltwater.
This is a Process:
This is NOT an Ontology.
Compounds are Temporal
(Methodology)
Process(METHODOLOGY)
Add Bleach to an Alkali and it is transformed into Saltwater.
HCl + NaOH NaCl+ H2O
Salt NaClAspirin C9H8O4
Vicodin C18H21NO3
Naproxen C14H14O3
Ibuprophen C13H18O2
Viagra C22H30N6O4SSulphuric Acid H2SO4
Water H2O etc., etc., etc.
Compounds
© 2012 John A. Zachman, Zachman International®Compounds are Temporal
This is a Methodology WITHOUT an Ontology
© 1990-2011 John A. Zachman, Zachman International®
A Process with no ontological structure is ad hoc, fixed and
dependent on practitioner skills.
Alchemy - A Practice
This is NOT a science.
It is ALCHEMY, a "practice."
Ontology
Until an ontology exists, nothing is repeatable, nothing is predictable.There is no DISCIPLINE.
© 2012 John A. Zachman, Zachman International®
“Primitives” are Timeless.
This is NOTa Process.
Process
COBOL ProgramsObjectsBPMN ModelsSwimlanesBusiness ArchitectureCapabilitiesMobilityApplicationsData ModelsSecurity ArchitectureServices
COTSTechnology ArchitectureBig DataMissions/VisionsAgile CodeBusiness Processes DoDAF ModelsBalanced ScorecardCloudsI.B. WatsonTOGAF Artifacts
(METHODOLOGY)
Composites
Etc., etc., etc.© 2012 John A. Zachman, Zachman International®
(COMPOUNDS)
Compounds are Temporal
This is a Methodology WITHOUT an Ontology
© 1990-2011 John A. Zachman, Zachman International®
A Process with no ontological structure is ad hoc, fixed and
dependent on practitioner skills.
Alchemy - A Practice
This is NOT a science.
It is ALCHEMY, a "practice."
I need a picture of a programmer writing code
Ontology vs MethodologyAn Ontology is the classification of the total set of “Primitive” (elemental) components that exist and
that are relevant to the existence of an object.
© 1990-2015 John A. Zachman, Zachman International®
Primitives (elements) are timeless.Composites (compounds) are temporal.
People who build Composite Modelsthink the Roman Coliseum is Architecture.
People who build Primitive Modelsthink the Descriptive Representations are Architecture.
A Methodology produces “Composite” (compound) implementations of the Primitives.
What do YOU think is Architecture?
Ontology and MethodologyIt is NOT either Ontology OR Methodology
© 2015 John A. Zachman, Zachman International®
It IS Ontology AND Methodology
Ontology and Methodologiesdo not COMPETEthey COMPLETE
Ontology and Methodology
© 2015 John A. Zachman, Zachman International®
Methodologies WITH Ontology produce ARCHITECTURE
Methodologies WITHOUT Ontology produceLEGACY
Timeless architectural Primitives (Ontology)can be dynamically assembled (Methodology)
into an infinite number of temporal Enterprise implementation Composites,
that is, Custom Enterprises, mass-produced in quantities of 1 for immediate delivery.
(Enterprise “Mass-Customization.”)
AZachman Framework
Story
I n t r o d u c t i o n t o E n t e r p r i s e A r c h i t e c t u r e
© 1990-2011 John A. Zachman, Zachman International®
J o h n A . Z a c h m a n Z a c h m a n I n t e r n a t i o n a l
© 1990-2015 John A. Zachman, Zachman International®
ClassificationNames
ModelNames
*Horizontal integration lines are shown for example purposes only and are not a complete set. Composite, integrative rela-tionships connecting every cell horizontally potentially exist.
AudiencePerspectives
EnterpriseNames
ClassificationNames
AudiencePerspectives
© 1984 John A. Zachman, all rights reserved. Zachman® and Zachman International® are registered trademarks of John A. Zachman and Zachman International, Inc.To request Permission Use of Copyright, please contact: Zachman International, Inc. • [email protected] • www.zachman.com
™
C o m p o s i t e I n t e g r a t i o n s
Alignment
Transformations
C o m p o s i t e I n t e g r a t i o n s
Alignment
Transformations
C o m p o s i t e I n t e g r a t i o n s C o m p o s i t e I n t e g r a t i o n s
Alignment
Transformations
Alignment
Transformations
Version 3.0
A l i g n m e n t
A l i g n m e n t
How Where Who WhenWhat Why
ProcessFlows
DistributionNetworks
ResponsibilityAssignments
TimingCycles
InventorySets
MotivationIntentions
Operations
Instances
(Implementations)
TheEnterprise
TheEnterprise
Enterprise
Perspective
(Users)
Executive
Perspective
(Business ContextPlanners)
Business Mgmt
Perspective
(Business Concept Owners)
Architect
Perspective
(Business LogicDesigners)
Engineer
Perspective
(Business Physics Builders)
Technician
Perspective
(Business ComponentImplementers)
Scope
Contexts
(Scope Identification Lists)
Business
Concepts
(Business Definition Models)
System
Logic
(SystemRepresentation Models)
Technology
Physics
(TechnologySpecification Models)
Tool
Components
(Tool Configuration Models)
Operations TransformsOperations In/Outputs
Operations LocationsOperations Connections
Operations RolesOperations Work Products
Operations IntervalsOperations Moments
Operations EntitiesOperations Relationships
Operations EndsOperations Means
Process
Instantiations
Distribution
Instantiations
Responsibility
Instantiations
Timing
Instantiations
Inventory
Instantiations
Motivation
Instantiations
Timing IdentificationResponsibility IdentificationDistribution IdentificationProcess Identification
Timing DefinitionResponsibility DefinitionDistribution DefinitionProcess Definition
Process Representation Distribution Representation Responsibility Representation Timing Representation
Process Specification Distribution Specification Responsibility Specification Timing Specification
Inventory Identification
Inventory Definition
Inventory Representation
Inventory Specification
Inventory Configuration Process Configuration Distribution Configuration Responsibility Configuration Timing Configuration
Motivation Identification
Motivation Definition
Motivation Representation
Motivation Specification
Motivation Configuration
Murder/Kidnapping Case
© 1990-2015 John A. Zachman, Zachman International®
ClassificationNames
ModelNames
*Horizontal integration lines are shown for example purposes only and are not a complete set. Composite, integrative rela-tionships connecting every cell horizontally potentially exist.
AudiencePerspectives
EnterpriseNames
ClassificationNames
AudiencePerspectives
© 1984 John A. Zachman, all rights reserved. Zachman® and Zachman International® are registered trademarks of John A. Zachman and Zachman International, Inc.To request Permission Use of Copyright, please contact: Zachman International, Inc. • [email protected] • www.zachman.com
™
C o m p o s i t e I n t e g r a t i o n s
Alignment
Transformations
C o m p o s i t e I n t e g r a t i o n s
Alignment
Transformations
C o m p o s i t e I n t e g r a t i o n s C o m p o s i t e I n t e g r a t i o n s
Alignment
Transformations
Alignment
Transformations
Version 3.0
A l i g n m e n t
A l i g n m e n t
How Where Who WhenWhat Why
ProcessFlows
DistributionNetworks
ResponsibilityAssignments
TimingCycles
InventorySets
MotivationIntentions
Operations
Instances
(Implementations)
TheEnterprise
TheEnterprise
Enterprise
Perspective
(Users)
Executive
Perspective
(Business ContextPlanners)
Business Mgmt
Perspective
(Business Concept Owners)
Architect
Perspective
(Business LogicDesigners)
Engineer
Perspective
(Business Physics Builders)
Technician
Perspective
(Business ComponentImplementers)
Scope
Contexts
(Scope Identification Lists)
Business
Concepts
(Business Definition Models)
System
Logic
(SystemRepresentation Models)
Technology
Physics
(TechnologySpecification Models)
Tool
Components
(Tool Configuration Models)
Operations TransformsOperations In/Outputs
Operations LocationsOperations Connections
Operations RolesOperations Work Products
Operations IntervalsOperations Moments
Operations EntitiesOperations Relationships
Operations EndsOperations Means
Process
Instantiations
Distribution
Instantiations
Responsibility
Instantiations
Timing
Instantiations
Inventory
Instantiations
Motivation
Instantiations
Timing IdentificationResponsibility IdentificationDistribution IdentificationProcess Identification
Timing DefinitionResponsibility DefinitionDistribution DefinitionProcess Definition
Process Representation Distribution Representation Responsibility Representation Timing Representation
Process Specification Distribution Specification Responsibility Specification Timing Specification
Inventory Identification
Inventory Definition
Inventory Representation
Inventory Specification
Inventory Configuration Process Configuration Distribution Configuration Responsibility Configuration Timing Configuration
Motivation Identification
Motivation Definition
Motivation Representation
Motivation Specification
Motivation Configuration
Murder/Kidnapping Case
In two weeks - identified new terrorist Cell and linkages with all existing cells
Generated - Not BuiltKey to Diagnosis
This is NOT a “System”
Courtesy of Sunil Dutt Jha ICMG
The Key1. Single-variable, precisely unique, relevant (not arbitrary),
ontologically-defined components.
2. Binary Relationships (only two components at a time).
The Key to diagnosing the CEO’s Problems
and prescribing alternative solutions
© 2015 John A. Zachman, Zachman International®
This IS an (incomplete) Enterprise Architecture
(Not Enterprise-wide, No Relationship Entities)
A “system” REUSES these Architecture components.
Business Architecture
I n t r o d u c t i o n t o E n t e r p r i s e A r c h i t e c t u r e
© 1990-2013 John A. Zachman, Zachman International®
J o h n A . Z a c h m a n Z a c h m a n I n t e r n a t i o n a l
usiness Models (Concepts)
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© 1990-2015 John A. Zachman, Zachman International®
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Transformations
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AudiencePerspectives
EnterpriseNames
ClassificationNames
AudiencePerspectives
© 1984 John A. Zachman, all rights reserved. Zachman® and Zachman International® are registered trademarks of John A. Zachman and Zachman International, Inc.To request Permission Use of Copyright, please contact: Zachman International, Inc. • [email protected] • www.zachman.com
™
C o m p o s i t e I n t e g r a t i o n s
Alignment
Transformations
C o m p o s i t e I n t e g r a t i o n s
Alignment
Transformations
C o m p o s i t e I n t e g r a t i o n s C o m p o s i t e I n t e g r a t i o n s
Alignment
Transformations
Alignment
Transformations
Version 3.0
A l i g n m e n t
A l i g n m e n t
How Where Who WhenWhat Why
ProcessFlows
DistributionNetworks
ResponsibilityAssignments
TimingCycles
InventorySets
MotivationIntentions
Operations
Instances
(Implementations)
TheEnterprise
TheEnterprise
Enterprise
Perspective
(Users)
Executive
Perspective
(Business ContextPlanners)
Business Mgmt
Perspective
(Business Concept Owners)
Architect
Perspective
(Business LogicDesigners)
Engineer
Perspective
(Business Physics Builders)
Technician
Perspective
(Business ComponentImplementers)
Scope
Contexts
(Scope Identification Lists)
Business
Concepts
(Business Definition Models)
System
Logic
(SystemRepresentation Models)
Technology
Physics
(TechnologySpecification Models)
Tool
Components
(Tool Configuration Models)
Operations TransformsOperations In/Outputs
Operations LocationsOperations Connections
Operations RolesOperations Work Products
Operations IntervalsOperations Moments
Operations EntitiesOperations Relationships
Operations EndsOperations Means
Process
Instantiations
Distribution
Instantiations
Responsibility
Instantiations
Timing
Instantiations
Inventory
Instantiations
Motivation
Instantiations
Timing IdentificationResponsibility IdentificationDistribution IdentificationProcess Identification
Timing DefinitionResponsibility DefinitionDistribution DefinitionProcess Definition
Process Representation Distribution Representation Responsibility Representation Timing Representation
Process Specification Distribution Specification Responsibility Specification Timing Specification
Inventory Identification
Inventory Definition
Inventory Representation
Inventory Specification
Inventory Configuration Process Configuration Distribution Configuration Responsibility Configuration Timing Configuration
Motivation Identification
Motivation Definition
Motivation Representation
Motivation Specification
Motivation Configuration
Business Architecture ?
BA?
© 1990-2014 John A. Zachman, Zachman International®
BA?BA?
BA?
BA?BA? BA?
BA?BA?BA? BA? BA?
ClassificationNames
ModelNames
*Horizontal integration lines are shown for example purposes only and are not a complete set. Composite, integrative rela-tionships connecting every cell horizontally potentially exist.
AudiencePerspectives
EnterpriseNames
ClassificationNames
AudiencePerspectives
© 1984 John A. Zachman, all rights reserved. Zachman® and Zachman International® are registered trademarks of John A. Zachman and Zachman International, Inc.To request Permission Use of Copyright, please contact: Zachman International, Inc. • [email protected] • www.zachman.com
™
C o m p o s i t e I n t e g r a t i o n s
Alignment
Transformations
C o m p o s i t e I n t e g r a t i o n s
Alignment
Transformations
C o m p o s i t e I n t e g r a t i o n s C o m p o s i t e I n t e g r a t i o n s
Alignment
Transformations
Alignment
Transformations
Version 3.0
A l i g n m e n t
A l i g n m e n t
How Where Who WhenWhat Why
ProcessFlows
DistributionNetworks
ResponsibilityAssignments
TimingCycles
InventorySets
MotivationIntentions
Operations
Instances
(Implementations)
TheEnterprise
TheEnterprise
Enterprise
Perspective
(Users)
Executive
Perspective
(Business ContextPlanners)
Business Mgmt
Perspective
(Business Concept Owners)
Architect
Perspective
(Business LogicDesigners)
Engineer
Perspective
(Business Physics Builders)
Technician
Perspective
(Business ComponentImplementers)
Scope
Contexts
(Scope Identification Lists)
Business
Concepts
(Business Definition Models)
System
Logic
(SystemRepresentation Models)
Technology
Physics
(TechnologySpecification Models)
Tool
Components
(Tool Configuration Models)
Operations TransformsOperations In/Outputs
Operations LocationsOperations Connections
Operations RolesOperations Work Products
Operations IntervalsOperations Moments
Operations EntitiesOperations Relationships
Operations EndsOperations Means
Process
Instantiations
Distribution
Instantiations
Responsibility
Instantiations
Timing
Instantiations
Inventory
Instantiations
Motivation
Instantiations
Timing IdentificationResponsibility IdentificationDistribution IdentificationProcess Identification
Timing DefinitionResponsibility DefinitionDistribution DefinitionProcess Definition
Process Representation Distribution Representation Responsibility Representation Timing Representation
Process Specification Distribution Specification Responsibility Specification Timing Specification
Inventory Identification
Inventory Definition
Inventory Representation
Inventory Specification
Inventory Configuration Process Configuration Distribution Configuration Responsibility Configuration Timing Configuration
Motivation Identification
Motivation Definition
Motivation Representation
Motivation Specification
Motivation Configuration
Business Architecture ?
© 1990-2014 John A. Zachman, Zachman International®
Bus Arch?(Composite)
Bus Arch?(Composite)
ClassificationNames
ModelNames
*Horizontal integration lines are shown for example purposes only and are not a complete set. Composite, integrative rela-tionships connecting every cell horizontally potentially exist.
AudiencePerspectives
EnterpriseNames
ClassificationNames
AudiencePerspectives
© 1984 John A. Zachman, all rights reserved. Zachman® and Zachman International® are registered trademarks of John A. Zachman and Zachman International, Inc.To request Permission Use of Copyright, please contact: Zachman International, Inc. • [email protected] • www.zachman.com
™
C o m p o s i t e I n t e g r a t i o n s
Alignment
Transformations
C o m p o s i t e I n t e g r a t i o n s
Alignment
Transformations
C o m p o s i t e I n t e g r a t i o n s C o m p o s i t e I n t e g r a t i o n s
Alignment
Transformations
Alignment
Transformations
Version 3.0
A l i g n m e n t
A l i g n m e n t
How Where Who WhenWhat Why
ProcessFlows
DistributionNetworks
ResponsibilityAssignments
TimingCycles
InventorySets
MotivationIntentions
Operations
Instances
(Implementations)
TheEnterprise
TheEnterprise
Enterprise
Perspective
(Users)
Executive
Perspective
(Business ContextPlanners)
Business Mgmt
Perspective
(Business Concept Owners)
Architect
Perspective
(Business LogicDesigners)
Engineer
Perspective
(Business Physics Builders)
Technician
Perspective
(Business ComponentImplementers)
Scope
Contexts
(Scope Identification Lists)
Business
Concepts
(Business Definition Models)
System
Logic
(SystemRepresentation Models)
Technology
Physics
(TechnologySpecification Models)
Tool
Components
(Tool Configuration Models)
Operations TransformsOperations In/Outputs
Operations LocationsOperations Connections
Operations RolesOperations Work Products
Operations IntervalsOperations Moments
Operations EntitiesOperations Relationships
Operations EndsOperations Means
Process
Instantiations
Distribution
Instantiations
Responsibility
Instantiations
Timing
Instantiations
Inventory
Instantiations
Motivation
Instantiations
Timing IdentificationResponsibility IdentificationDistribution IdentificationProcess Identification
Timing DefinitionResponsibility DefinitionDistribution DefinitionProcess Definition
Process Representation Distribution Representation Responsibility Representation Timing Representation
Process Specification Distribution Specification Responsibility Specification Timing Specification
Inventory Identification
Inventory Definition
Inventory Representation
Inventory Specification
Inventory Configuration Process Configuration Distribution Configuration Responsibility Configuration Timing Configuration
Motivation Identification
Motivation Definition
Motivation Representation
Motivation Specification
Motivation Configuration
Business Architecture ?
© 1990-2014 John A. Zachman, Zachman International®
Bus Arch?(Composite)
ClassificationNames
ModelNames
*Horizontal integration lines are shown for example purposes only and are not a complete set. Composite, integrative rela-tionships connecting every cell horizontally potentially exist.
AudiencePerspectives
EnterpriseNames
ClassificationNames
AudiencePerspectives
© 1984 John A. Zachman, all rights reserved. Zachman® and Zachman International® are registered trademarks of John A. Zachman and Zachman International, Inc.To request Permission Use of Copyright, please contact: Zachman International, Inc. • [email protected] • www.zachman.com
™
C o m p o s i t e I n t e g r a t i o n s
Alignment
Transformations
C o m p o s i t e I n t e g r a t i o n s
Alignment
Transformations
C o m p o s i t e I n t e g r a t i o n s C o m p o s i t e I n t e g r a t i o n s
Alignment
Transformations
Alignment
Transformations
Version 3.0
A l i g n m e n t
A l i g n m e n t
How Where Who WhenWhat Why
ProcessFlows
DistributionNetworks
ResponsibilityAssignments
TimingCycles
InventorySets
MotivationIntentions
Operations
Instances
(Implementations)
TheEnterprise
TheEnterprise
Enterprise
Perspective
(Users)
Executive
Perspective
(Business ContextPlanners)
Business Mgmt
Perspective
(Business Concept Owners)
Architect
Perspective
(Business LogicDesigners)
Engineer
Perspective
(Business Physics Builders)
Technician
Perspective
(Business ComponentImplementers)
Scope
Contexts
(Scope Identification Lists)
Business
Concepts
(Business Definition Models)
System
Logic
(SystemRepresentation Models)
Technology
Physics
(TechnologySpecification Models)
Tool
Components
(Tool Configuration Models)
Operations TransformsOperations In/Outputs
Operations LocationsOperations Connections
Operations RolesOperations Work Products
Operations IntervalsOperations Moments
Operations EntitiesOperations Relationships
Operations EndsOperations Means
Process
Instantiations
Distribution
Instantiations
Responsibility
Instantiations
Timing
Instantiations
Inventory
Instantiations
Motivation
Instantiations
Timing IdentificationResponsibility IdentificationDistribution IdentificationProcess Identification
Timing DefinitionResponsibility DefinitionDistribution DefinitionProcess Definition
Process Representation Distribution Representation Responsibility Representation Timing Representation
Process Specification Distribution Specification Responsibility Specification Timing Specification
Inventory Identification
Inventory Definition
Inventory Representation
Inventory Specification
Inventory Configuration Process Configuration Distribution Configuration Responsibility Configuration Timing Configuration
Motivation Identification
Motivation Definition
Motivation Representation
Motivation Specification
Motivation Configuration
Business Architecture ?
© 1990-2014 John A. Zachman, Zachman International®
(Composite)B u s i n e s s A r c h i t e c t u r e ?
Etc., etc., etc.(63 combinations)
(Composite)
ClassificationNames
ModelNames
*Horizontal integration lines are shown for example purposes only and are not a complete set. Composite, integrative rela-tionships connecting every cell horizontally potentially exist.
AudiencePerspectives
EnterpriseNames
ClassificationNames
AudiencePerspectives
© 1984 John A. Zachman, all rights reserved. Zachman® and Zachman International® are registered trademarks of John A. Zachman and Zachman International, Inc.To request Permission Use of Copyright, please contact: Zachman International, Inc. • [email protected] • www.zachman.com
™
C o m p o s i t e I n t e g r a t i o n s
Alignment
Transformations
C o m p o s i t e I n t e g r a t i o n s
Alignment
Transformations
C o m p o s i t e I n t e g r a t i o n s C o m p o s i t e I n t e g r a t i o n s
Alignment
Transformations
Alignment
Transformations
Version 3.0
A l i g n m e n t
A l i g n m e n t
How Where Who WhenWhat Why
ProcessFlows
DistributionNetworks
ResponsibilityAssignments
TimingCycles
InventorySets
MotivationIntentions
Operations
Instances
(Implementations)
TheEnterprise
TheEnterprise
Enterprise
Perspective
(Users)
Executive
Perspective
(Business ContextPlanners)
Business Mgmt
Perspective
(Business Concept Owners)
Architect
Perspective
(Business LogicDesigners)
Engineer
Perspective
(Business Physics Builders)
Technician
Perspective
(Business ComponentImplementers)
Scope
Contexts
(Scope Identification Lists)
Business
Concepts
(Business Definition Models)
System
Logic
(SystemRepresentation Models)
Technology
Physics
(TechnologySpecification Models)
Tool
Components
(Tool Configuration Models)
Operations TransformsOperations In/Outputs
Operations LocationsOperations Connections
Operations RolesOperations Work Products
Operations IntervalsOperations Moments
Operations EntitiesOperations Relationships
Operations EndsOperations Means
Process
Instantiations
Distribution
Instantiations
Responsibility
Instantiations
Timing
Instantiations
Inventory
Instantiations
Motivation
Instantiations
Timing IdentificationResponsibility IdentificationDistribution IdentificationProcess Identification
Timing DefinitionResponsibility DefinitionDistribution DefinitionProcess Definition
Process Representation Distribution Representation Responsibility Representation Timing Representation
Process Specification Distribution Specification Responsibility Specification Timing Specification
Inventory Identification
Inventory Definition
Inventory Representation
Inventory Specification
Inventory Configuration Process Configuration Distribution Configuration Responsibility Configuration Timing Configuration
Motivation Identification
Motivation Definition
Motivation Representation
Motivation Specification
Motivation Configuration
Business Architecture ?
© 1990-2014 John A. Zachman, Zachman International®
B u s i n e s s A r c h i t e c t u r e ?
Etc., etc., etc.(63 combinations)
(Composite)
ClassificationNames
ModelNames
*Horizontal integration lines are shown for example purposes only and are not a complete set. Composite, integrative rela-tionships connecting every cell horizontally potentially exist.
AudiencePerspectives
EnterpriseNames
ClassificationNames
AudiencePerspectives
© 1984 John A. Zachman, all rights reserved. Zachman® and Zachman International® are registered trademarks of John A. Zachman and Zachman International, Inc.To request Permission Use of Copyright, please contact: Zachman International, Inc. • [email protected] • www.zachman.com
™
C o m p o s i t e I n t e g r a t i o n s
Alignment
Transformations
C o m p o s i t e I n t e g r a t i o n s
Alignment
Transformations
C o m p o s i t e I n t e g r a t i o n s C o m p o s i t e I n t e g r a t i o n s
Alignment
Transformations
Alignment
Transformations
Version 3.0
A l i g n m e n t
A l i g n m e n t
How Where Who WhenWhat Why
ProcessFlows
DistributionNetworks
ResponsibilityAssignments
TimingCycles
InventorySets
MotivationIntentions
Operations
Instances
(Implementations)
TheEnterprise
TheEnterprise
Enterprise
Perspective
(Users)
Executive
Perspective
(Business ContextPlanners)
Business Mgmt
Perspective
(Business Concept Owners)
Architect
Perspective
(Business LogicDesigners)
Engineer
Perspective
(Business Physics Builders)
Technician
Perspective
(Business ComponentImplementers)
Scope
Contexts
(Scope Identification Lists)
Business
Concepts
(Business Definition Models)
System
Logic
(SystemRepresentation Models)
Technology
Physics
(TechnologySpecification Models)
Tool
Components
(Tool Configuration Models)
Operations TransformsOperations In/Outputs
Operations LocationsOperations Connections
Operations RolesOperations Work Products
Operations IntervalsOperations Moments
Operations EntitiesOperations Relationships
Operations EndsOperations Means
Process
Instantiations
Distribution
Instantiations
Responsibility
Instantiations
Timing
Instantiations
Inventory
Instantiations
Motivation
Instantiations
Timing IdentificationResponsibility IdentificationDistribution IdentificationProcess Identification
Timing DefinitionResponsibility DefinitionDistribution DefinitionProcess Definition
Process Representation Distribution Representation Responsibility Representation Timing Representation
Process Specification Distribution Specification Responsibility Specification Timing Specification
Inventory Identification
Inventory Definition
Inventory Representation
Inventory Specification
Inventory Configuration Process Configuration Distribution Configuration Responsibility Configuration Timing Configuration
Motivation Identification
Motivation Definition
Motivation Representation
Motivation Specification
Motivation Configuration
Business Architecture ?
B P M N M O D E L
© 1990-2014 John A. Zachman, Zachman International®
BA?
(Composite)
ClassificationNames
ModelNames
*Horizontal integration lines are shown for example purposes only and are not a complete set. Composite, integrative rela-tionships connecting every cell horizontally potentially exist.
AudiencePerspectives
EnterpriseNames
ClassificationNames
AudiencePerspectives
© 1984 John A. Zachman, all rights reserved. Zachman® and Zachman International® are registered trademarks of John A. Zachman and Zachman International, Inc.To request Permission Use of Copyright, please contact: Zachman International, Inc. • [email protected] • www.zachman.com
™
C o m p o s i t e I n t e g r a t i o n s
Alignment
Transformations
C o m p o s i t e I n t e g r a t i o n s
Alignment
Transformations
C o m p o s i t e I n t e g r a t i o n s C o m p o s i t e I n t e g r a t i o n s
Alignment
Transformations
Alignment
Transformations
Version 3.0
A l i g n m e n t
A l i g n m e n t
How Where Who WhenWhat Why
ProcessFlows
DistributionNetworks
ResponsibilityAssignments
TimingCycles
InventorySets
MotivationIntentions
Operations
Instances
(Implementations)
TheEnterprise
TheEnterprise
Enterprise
Perspective
(Users)
Executive
Perspective
(Business ContextPlanners)
Business Mgmt
Perspective
(Business Concept Owners)
Architect
Perspective
(Business LogicDesigners)
Engineer
Perspective
(Business Physics Builders)
Technician
Perspective
(Business ComponentImplementers)
Scope
Contexts
(Scope Identification Lists)
Business
Concepts
(Business Definition Models)
System
Logic
(SystemRepresentation Models)
Technology
Physics
(TechnologySpecification Models)
Tool
Components
(Tool Configuration Models)
Operations TransformsOperations In/Outputs
Operations LocationsOperations Connections
Operations RolesOperations Work Products
Operations IntervalsOperations Moments
Operations EntitiesOperations Relationships
Operations EndsOperations Means
Process
Instantiations
Distribution
Instantiations
Responsibility
Instantiations
Timing
Instantiations
Inventory
Instantiations
Motivation
Instantiations
Timing IdentificationResponsibility IdentificationDistribution IdentificationProcess Identification
Timing DefinitionResponsibility DefinitionDistribution DefinitionProcess Definition
Process Representation Distribution Representation Responsibility Representation Timing Representation
Process Specification Distribution Specification Responsibility Specification Timing Specification
Inventory Identification
Inventory Definition
Inventory Representation
Inventory Specification
Inventory Configuration Process Configuration Distribution Configuration Responsibility Configuration Timing Configuration
Motivation Identification
Motivation Definition
Motivation Representation
Motivation Specification
Motivation Configuration
Business Architecture ?
B u s i n e s s A r c h i t e c t u r e ?
© 1990-2014 John A. Zachman, Zachman International®
(Composite)
Etc., etc., etc.(63 combinations)
RESOURCEREALITY
ClassificationNames
ModelNames
*Horizontal integration lines are shown for example purposes only and are not a complete set. Composite, integrative rela-tionships connecting every cell horizontally potentially exist.
AudiencePerspectives
EnterpriseNames
ClassificationNames
AudiencePerspectives
© 1984 John A. Zachman, all rights reserved. Zachman® and Zachman International® are registered trademarks of John A. Zachman and Zachman International, Inc.To request Permission Use of Copyright, please contact: Zachman International, Inc. • [email protected] • www.zachman.com
™
C o m p o s i t e I n t e g r a t i o n s
Alignment
Transformations
C o m p o s i t e I n t e g r a t i o n s
Alignment
Transformations
C o m p o s i t e I n t e g r a t i o n s C o m p o s i t e I n t e g r a t i o n s
Alignment
Transformations
Alignment
Transformations
Version 3.0
A l i g n m e n t
A l i g n m e n t
How Where Who WhenWhat Why
ProcessFlows
DistributionNetworks
ResponsibilityAssignments
TimingCycles
InventorySets
MotivationIntentions
Operations
Instances
(Implementations)
TheEnterprise
TheEnterprise
Enterprise
Perspective
(Users)
Executive
Perspective
(Business ContextPlanners)
Business Mgmt
Perspective
(Business Concept Owners)
Architect
Perspective
(Business LogicDesigners)
Engineer
Perspective
(Business Physics Builders)
Technician
Perspective
(Business ComponentImplementers)
Scope
Contexts
(Scope Identification Lists)
Business
Concepts
(Business Definition Models)
System
Logic
(SystemRepresentation Models)
Technology
Physics
(TechnologySpecification Models)
Tool
Components
(Tool Configuration Models)
Operations TransformsOperations In/Outputs
Operations LocationsOperations Connections
Operations RolesOperations Work Products
Operations IntervalsOperations Moments
Operations EntitiesOperations Relationships
Operations EndsOperations Means
Process
Instantiations
Distribution
Instantiations
Responsibility
Instantiations
Timing
Instantiations
Inventory
Instantiations
Motivation
Instantiations
Timing IdentificationResponsibility IdentificationDistribution IdentificationProcess Identification
Timing DefinitionResponsibility DefinitionDistribution DefinitionProcess Definition
Process Representation Distribution Representation Responsibility Representation Timing Representation
Process Specification Distribution Specification Responsibility Specification Timing Specification
Inventory Identification
Inventory Definition
Inventory Representation
Inventory Specification
Inventory Configuration Process Configuration Distribution Configuration Responsibility Configuration Timing Configuration
Motivation Identification
Motivation Definition
Motivation Representation
Motivation Specification
Motivation Configuration
Business Architecture ?
© 1990-2013 John A. Zachman, Zachman International®
Business Architecture?
ClassificationNames
ModelNames
*Horizontal integration lines are shown for example purposes only and are not a complete set. Composite, integrative rela-tionships connecting every cell horizontally potentially exist.
AudiencePerspectives
EnterpriseNames
ClassificationNames
AudiencePerspectives
© 1984 John A. Zachman, all rights reserved. Zachman® and Zachman International® are registered trademarks of John A. Zachman and Zachman International, Inc.To request Permission Use of Copyright, please contact: Zachman International, Inc. • [email protected] • www.zachman.com
™
C o m p o s i t e I n t e g r a t i o n s
Alignment
Transformations
C o m p o s i t e I n t e g r a t i o n s
Alignment
Transformations
C o m p o s i t e I n t e g r a t i o n s C o m p o s i t e I n t e g r a t i o n s
Alignment
Transformations
Alignment
Transformations
Version 3.0
A l i g n m e n t
A l i g n m e n t
How Where Who WhenWhat Why
ProcessFlows
DistributionNetworks
ResponsibilityAssignments
TimingCycles
InventorySets
MotivationIntentions
Operations
Instances
(Implementations)
TheEnterprise
TheEnterprise
Enterprise
Perspective
(Users)
Executive
Perspective
(Business ContextPlanners)
Business Mgmt
Perspective
(Business Concept Owners)
Architect
Perspective
(Business LogicDesigners)
Engineer
Perspective
(Business Physics Builders)
Technician
Perspective
(Business ComponentImplementers)
Scope
Contexts
(Scope Identification Lists)
Business
Concepts
(Business Definition Models)
System
Logic
(SystemRepresentation Models)
Technology
Physics
(TechnologySpecification Models)
Tool
Components
(Tool Configuration Models)
Operations TransformsOperations In/Outputs
Operations LocationsOperations Connections
Operations RolesOperations Work Products
Operations IntervalsOperations Moments
Operations EntitiesOperations Relationships
Operations EndsOperations Means
Process
Instantiations
Distribution
Instantiations
Responsibility
Instantiations
Timing
Instantiations
Inventory
Instantiations
Motivation
Instantiations
Timing IdentificationResponsibility IdentificationDistribution IdentificationProcess Identification
Timing DefinitionResponsibility DefinitionDistribution DefinitionProcess Definition
Process Representation Distribution Representation Responsibility Representation Timing Representation
Process Specification Distribution Specification Responsibility Specification Timing Specification
Inventory Identification
Inventory Definition
Inventory Representation
Inventory Specification
Inventory Configuration Process Configuration Distribution Configuration Responsibility Configuration Timing Configuration
Motivation Identification
Motivation Definition
Motivation Representation
Motivation Specification
Motivation Configuration
Business Architecture ?
© 1990-2013 John A. Zachman, Zachman International®
Business Architecture?
I n t r o d u c t i o n t o E n t e r p r i s e A r c h i t e c t u r e
© 1990-2014 John A. Zachman, Zachman International®
J o h n A . Z a c h m a n Z a c h m a n I n t e r n a t i o n a l
Business ArchitectureConclusions
Business Architecture?
© 2014 John A. Zachman, Zachman International®
Row 1 Scope: Primitives 6 Possible Composites 63
Row 2 Concepts: Primitives 6 Possible Composites 63Row 3 Logic: Primitives 6 Possible Composites 63Rows 1 - 3: Scope, Concepts, & Logic 1Rows 1 - 5: Scope, Concepts, Logic, Physics, & Config. 1 Total Possible Plausible Definitions 209
Other Variables: Level of DetailWidth of Enterprise
© 1990-2011 John A. Zachman, Zachman International®
So, which are youtalking about?
Business Architecture ?
Business Architecture YOUR definition???
© 2014 John A. Zachman, Zachman International®
If you are not being explicit, you could be talking about any one of the 209 definitions and other people could be hearing any one of the 208 others.
My Strategy
© 2014 John A. Zachman, Zachman International®
I would start populating the inventory of “Primitive” Models that constitute Enterprise Architecture from which I could dynamically assemble whichever one of the 209 plausible definitions of Business Architecture appropriate to address the issue at hand.
Data Modelsand
Info. Arch.
I n t r o d u c t i o n t o E n t e r p r i s e A r c h i t e c t u r e
© 1990-2014 John A. Zachman, Zachman International®
J o h n A . Z a c h m a n Z a c h m a n I n t e r n a t i o n a l
S y
s t
e m
s
E n
t i
t i
e s
Column 1
Air
plan
eFl
ight
Air
port
Cus
tom
er
“Attributes” (Normalized)
DATA(Data as it exists)
© 2015 John A. Zachman, Zachman International®
Column 2
Order
Invoice
Reservation
Manifest
ReceiveOrders
SendInvoices
Reserve Seats
TransmitManifest
In
In
In
In
Out
Out
Out
Out
S y s t e m P
r o c e s s e s
“Data Elements “(De-normalized)
Reuse INFORMATIONIS“Data in context of its use”
Observations
I n t r o d u c t i o n t o E n t e r p r i s e A r c h i t e c t u r e
© 1990-2011 John A. Zachman, Zachman International®
J o h n A . Z a c h m a n Z a c h m a n I n t e r n a t i o n a l
2. EA Primitives do not = the Enterprise at every given moment,
3. And, any fact recurs anywhere in the Enterprise unsynchronized,
Then, I humbly submit that the strong possibility exists that:
2. Problems can’t be diagnosed and multiple solution alternatives posed/simulated before making investments
3. General Management would not be able to change the Enterprise in time to accommodate the external rate of change.
1. No one actually knows how the Enterprise works
1. The Enterprise has no Enterprise Architecture,
I
If:Observation
© 2015 John A. Zachman, Zachman International®
4. The cost of operations is likely escalating.
Conclusions
E n t e r p r i s e A r c h i t e c t u r e
© 1990-2011 John A. Zachman, Zachman International®
J o h n A . Z a c h m a n Z a c h m a n I n t e r n a t i o n a l
Challenge to Enterprise Architects
© 2012 John A. Zachman, Zachman International®
Reframe the concept of Enterprise Architecture ...
It is not about building models!
It is about solving Enterprise problems (while iteratively and incrementally building out the inventory of complete, reusable, Primitive Models) that constitute: Enterprise Architecture.
1965 Systems Problems
© 1990-2011 John A. Zachman, Zachman International®
1. Didn't meet Requirements. (not "aligned")2. The data was no good:
Not consistent from system to system. Not accurate. Not accessible. Too late.
3. Couldn't change the system. (Inflexible)4. Couldn't change the technology. (Not adaptable)5. Couldn't change the business. (Couldn't change the system or the
technology so couldn't change business.)6. Little new development (80% $ for maintenance)7. Took too long.8. Cost too much.9. Always over budget.10.Always missed schedules.11.DP budget out of control.12.Too complicated - can't understand it, can't manage it.13.Just frustrating.
(Adapted from Doug Erickson)
2017 Systems Problems
© 1990-2011 John A. Zachman, Zachman International®
1. Didn't meet Requirements. (not "aligned")2. The data was no good:
Not consistent from system to system. Not accurate. Not accessible. Too late.
3. Couldn't change the system. (Inflexible)4. Couldn't change the technology. (Not adaptable)5. Couldn't change the business. (Couldn't change the system or the
technology so couldn't change business.)6. Little new development (80% $ for maintenance)7. Took too long.8. Cost too much.9. Always over budget.10.Always missed schedules.11.IT budget out of control.12.Too complicated - can't understand it, can't manage it.13.Just frustrating.
(Adapted from Doug Erickson)
It’s Funny...
© 1990-2011 John A. Zachman, Zachman International®
COBOL didn't fix those problems! MVS didn't fix those problems! Virtual Memory didn't fix those problems!IMS, DB2, Oracle, Sybase, Access, Fortran, PL/1, ADA, C++, Visual Basic, JAVA 2, 360's, 390's, MPP's, DEC VAX's, H200's, Crays, PC's, MAC's, Distributed Processing, didn't fix those problems!
Word, Excel, Powerpoint, Outlook Express, eMAIL, DOS, Windows 95, 98, 2000, NT, ME, XP, Unix, Linux, Object Oriented, COM, DCOM, CORBA, EDI, HTML, XML, UML, the Internet, B2B, B2C, Portals, Browsers didn't fix those problems!
IEF, IEW, ADW, ERWIN, POPKIN, Rational, Casewise, Rochade, Platinum, Design Bank, Data Warehouse, SAP, Baan, Peoplesoft, Oracle Financials, BSP, ISP, EAP, EAI didn't fix those problems!And, I doubt that Business Architecture, .Net, Agile Programming, Service Oriented Architecture, Cloud Computing, BigData or I.B.Watson (whoever that is) is going to fix the problems.
IT MAKES ONE WONDER IF THERE ACTUALLY IS A TECHNICAL SOLUTION TO THE PROBLEMS!!!
Engineering Problem
© 1990-2011 John A. Zachman, Zachman International®
I'm not saying that there is anything wrong with any of these technologies.
In fact, any or all of them may well be very good ...
In fact, you may not be able to solve the Enterprise problem without employing some of these technologies.
However, The Enterprise problem is an ENGINEERING problem, NOT a technical problem.
My perception is that it is going to take actual work, ENGINEERING work, to solve the problems. My plan would be to start building out an inventory of models, PRIMITIVE MODELS, iteratively and incrementally, engineering them for alignment, integration, flexibility, reduced time-to-market, etc., etc.
What would be YOUR plan for solving the problems???
